This organization, the home of systemic organizational performance improvement, has been the gathering place for many of our mentors and those who have inspired this work. Its certification program (Certified Performance Technologist), and its annual conferences are valuable additions to any professional's network of resources.

This article, co-authored by Carl and the business unit manager of a customer call center, describes a program that combined fluency-based training with management of the behavior influences to produce a 60% improvement in productivity with 30% shorter training in one-fourth the ramp-up time for newly hired customer service representatives. The article focuses on the fluency-based training aspect of the program, but it was a true Six Boxes implementation, involving a tuned and balanced overall system for developing and supervising call center employees.

This white paper describes the improvements related to ease of communication and application in the Six Boxes Model compared with Thomas F. Gilbert's Behavior Engineering Model from which the Six Boxes evolved, and outlines our strategy for helping to drive "performance thinking" through organizations using Six Boxes programs and coaching.

This white paper describes challenges related to managing and sustaining human performance needed to execute business processes and shows how Six Boxes® Performance Thinking provides ways to address those challenges — for leaders, managers, and performance professionals, including process specialists.

This presentation made to senior technology executives and entrepreneurs in Sacramento, California, describes five key strategies for building and optimizing the performance of a competitive sales organization.

Learning professionals in many organizations are involved in the transition from training and development to performance improvement, often aspiring to be performance consultants. We seek to add measurable value to the organizations we serve, to help accelerate business results through people. But for many reasons, we often get “stuck in the training box” – unable to apply what we discover to help align and coordinate all the factors, including training, that affect employee performance.

While companies have traditionally invested large sums to educate and train their sales people, they have not always reaped the best possible returns on those investments.One of the most common areas of weakness is that sales pipelines, as defined in many companies, comprise a series of completed activities, not defined outcomes or accomplishments.This white paper describes how to more effectively define the sales process to leverage what you identify as best practices among successful sales people, and then addresses the challenge of deciding how to allocate precious resources, and what combinations of enablers to choose.

This article describes the rationale and technical underpinnings of our leading edge approach to integrating organizational values (culture) with operational performance to set expectations and strengthen practice of those values, one job title, process, or team a time.

This white paper describes how, at the Performance Thinking Network, we have been working for over a decade toward a vision where a plain language about performance, simple mental models, and easy to use tools, derived from behavior science can be used across the organization to accelerate performance improvement.

This brief article, summarizes a Master’s Series presentation by Carl Binder at the 2017 meeting of the International Society for Performance Improvement. It provides background and a precise definition of what it means to have an accomplishment-based approach to performance improvement. (At The Performance Thinking Network, we use the phrase work outputs to refer to accomplishments.)

This chapter presents an overall view of the role of evaluation in performance improvement, and includes discussion of how the Performance Chain provides a guide for WHAT we can measure — behavior, work outputs, and/or business results.

At the highest level in an organization, box 2 is about understanding and improving business processes, from the interaction the organization has with its external customers all the way down to how the individual contributor participates. This book offers a sophisticated methodology for process improvement.

This entertaining book extends the basic principles of consequence management discovered in the laboratory to applications with both people and animals in everyday life. It’s a fun, easy read with a great deal of insight and practical recommendations for using positive reinforcement.

A team of performance consultants at Amerigroup applied their chosen human performance technology methodology, Six Boxes Performance Thinking, to define their own performance, identify improvement opportunities, and build infrastructure to support their performance. This article summarizes the context, process and accomplishments to date, along with the lessons learned from this ongoing effort.

Co-authored with Tina Teodorescu, Carl's long-time colleague, this article contrasts the output-based performance analysis methods that accompany the Six Boxes Approach with the current trend of “competency modeling.”

This excellent book by our colleague, Timm Esque, gives step-by-step instructions and rationale for a project management methodology that ultimately got the largest microprocessor company in the world back on track with its research and development effort. The focus is on committing to clear measurable expectations and arranging continuous feedback for decision-making.

This elegant little book lays out a rationale and set of guidelines for managing performance in organizations with a focus on Box 1 - setting clear expectations and providing effective performance feedback.